A

PROJECT REPORT
ON

A Study on Workers Participation at Danik

Bhaskar
Submitted in partial fulfillment of Degree of

MASTER OF BUSINESS ADMINISTRATION

RANI DURGAVATI VISHWAVIDYALAYA

JABALPUR (M.P.)
Under the Supervision of

Mrs. Geeta Rai

GLOBAL NATURE CARE SANGATHANS

GROUP OF INSTITUTIONS,JABALPUR

Submitted By

Anil Kumar Patel

MBA 3RD SEMESTER
ROLLNO- 15146937
R15026P7190106

ENROLL. NO-

SESSION: 2015-17
1

GLOBAL NATURE CARE SANGATHANS

GROUP OF INSTITUTIONS,JABALPUR
DEPARTMENT OF MANAGEMENT

STUDENT DECLARATION
I Anil Kumar Patel (MBA 3rd semester) hereby declare that the
Project Report entitled A Study on Workers Participation at Danik Bhaskar
submitted in partial fulfillment of the requirement for the degree of Masters of
Business Administration to Rani Durgavati Vishwavidyalaya, Jabalpur.
This is my Original work and that no part of this report has been
submitted for the award of any other Degree, Diploma, Fellowship or other similar
titles or prizes and that the work has not been published in any journals or
magazines.

Signature:
Name :Anil Kumar Patel
ROLL NO
:15146937
EN. NO
:R15026P7190106
Date

GLOBAL NATURE CARE SANGATHANS GROUP

OF
INSTITUTIONS,JABALPUR
DEPARTMENT OF MANAGEMENT

CERTIFICATE OF HOD
This is to certify that project report titled A Study on Workers
Participation at Danik Bhaskar submitted by Anil Kumar Patel of MBA III
semester may be accepted towards partial fulfillment of Masters of Business
Administration with specialization in Human Resource

Date:

Dr.Shailendra Basedia
HOD
Faculty of Management
GNCSGI, Jabalpur

GLOBAL NATURE CARE SANGATHANS GROUP OF

INSTITUTIONS,
JABALPUR
DEPARTMENT OF MANAGEMENT

CERTIFICATE OF GUIDE
This is to certify that the project report entitled A Study on Workers
Participation at Danik Bhaskar submitted by Anil Kumar Patel (MBA 3rd
semester Roll No15146937 Enrollment No R15026P7190106) in partial
fulfillment of the requirement for the degree of MASTER OF BUSINESS
ADMINISTRATION of RDVV has worked under my supervision and guidance.
The candidate is regular student of our Institution. This report is up to
the standard both in respect of its contents and literacy presentation for being
referred to all examiners.
Date: ..

Signature:
Guide Name: Mrs. Geeta Rai
GLOBAL NATURE CARE
SANGATHANS
GROUP OF
INSTITUTIONS,
JABALPUR

ACKNOWLEDGEMENT

I am highly indebted to Mrs. Geeta Rai for her guidance and

constant supervision as well as for providing necessary
guidance regarding the project and also for her support in
completing the project.
I would like to express my gratitude towards Dr. Shailendra
Basedia, HOD for his kind co-operation and encouragement
which helped me in completing the project.
I am grateful to other faculty members also for their help and
valuable suggestions.

ANIL KUMAR
PATEL
MBA-3rd semester

INDEX
S. No.

Title

Page No.

01

Introduction

02

Executive Summary

03

Introduction of
Company Profile

04

Objectives of the Study

05

Research Methodology

06

Data Analysis & Interpretation

07

Findings

08

Limitations

09

Suggestions

10

Conclusion

11

Bibliography and Webliography

12

Annexure (Questionnaire)

Topic

and

A STUDY ON WORKERS
PARTICIPATION AT DAINIK
BHASKAR

EXECUTIVE SUMMMARY
The rationale for the study is anchored on the need to raise the productivity level
of workers through appropriate motivational techniques. The involvement of
workers in management decision making is considered as a means for inducing
motivation in the workers leading to positive work attitude and high productivity.
The study is also deemed desirable in view of the benefits of worker participation
to organization and the society at large. Worker participation has been seen as
capable of providing workers conducive work environment, opportunity to
exercise their innate potentials and willingness to pursue corporate goal of the
organization.

INTRODUCTION TO THE TOPIC

The concept of worker participation represents a popular theme in the of the

world of work among scholars in the fields of Industrial Sociology, Industrial
Relations as well as management. It refers to any arrangement which is designed
to involve low cadre employees (workers) in the important decision making within
the workplace. This implies that rather than saddling only a group within the
enterprise (for instance, management) with the responsibility of making decisions,
all those who are to be affected by these decisions (including the workers) would
be involved in its formulation and implementation.

In recent time, scholars have directed increasing attention to the issue of worker
participation and its broader corollary, industrial democracy (Mankidy, 1984:
Yesufu, 1984, Adewumi 1989; Verma and Syha; 1991, Weller 1993; Kester and
Pinaud, 1996; Adu-Amankwah, K. and Kester, G. 1999). These concerns reflect a
growing interest in finding ways to make work more meaningful and satisfying to
the workers. This rest on the belief that the organizational goals of high
productivity and harmonious industrial relations are best achieved when the higher
level needs of the human elements (workers) are satisfied.
Worker participation implies arrangements designed to involve workers in the
enterprises decision making process. This allows for workers involvement in the
9

initiation, formulation and implementation of decisions within the enterprise. The

concept can also be understood in terms of a new approach to industry and society
in which people want to be interested with the taking of decisions which have
direct bearing on them.
Worker participation consists basically in creating opportunity under suitable
conditions for people to influence decisions which affect them. It is a special case
of delegation in which the subordinate gain greater control, greater freedom of
choice with respect to bridging the communication gap between the management
and the workers. This serves to create a sense of belonging among the workers as
well as a conducive environment in which both the workers would voluntarily
contribute to healthy industrial relations.

Worker participation has been explained as a plank of industrial democracy

(Adewumi 1991). Mills (1977) described the spread of industrial democracy to
Western Europe in the 1970s a story of capitalism in transition. In his words, in
countries where it is occurring, industrial democracy, affects the nature, control
and even ownership of private enterprise; the nature control, power and bargaining
areas of the labour unionsand the roles and contributions and rights of the
individual worker in contemporary and future industrial society.
The description above shows that industrial democracy affects many aspects of
lives of different people in modern society. This reason may explain the wide
clamour for the introduction of worker participation arrangement in most
countries.
The first one was political in nature, pushed primarily by socialists and moderate
labour and political leaders. The second was an industrial or economic force
10

championed by innovative and socially-oriented management and at times, by

unions.
This fervor explains rising workers demand for increasing influence in
management decision making. The increasing interest in worker participation has
been traced to a number of factors. First, is the real or anticipated political
pressure which was designed to extend the popular democratic dispensation in the
larger society to the economic sphere. Second, is the growing pressure on the
collective bargaining system arising from continuing difficulties from negotiating
in the context of high inflation and in some instances increasing disenchantment
with the dialogue of confrontation. More importantly, is the endemic problem
within the modern industrial system which may tend to encourage employers to
consider experimenting with different forms of participation. Lastly, the growing
interest in participation was encouraged by the problem associated with denying
powerful groups (for example, shop stewards and work groups) formal and legal
means of exercising their rights. When such situation arises, the workers
concerned will employ informal bargaining methods and illegitimate facts to
achieve their goals. To forestall these negative trends; management is forced to
introduce certain participation schemes (Mills 1997).
The industrial democracy movement took the form of what called employee
representation. Like worker participation and other stands of industrial democracy,
employees representation connotes greater influence of workers in several aspects
of the work. It also involves restructuring management to meet the new demands
of efficient management, international competition, rapid technological change
and changing work force expectation of work. (Freeman and Rogers 1993: 111).
Joint governance would then be taking to imply statutory arrangements that are
meant to provide equal decision making power to subordinate employees.
However, like other programmes with similar objectives joint governance provides
11

little opportunity for real decision making power to employees. Wellins-Byham

and Wilson (1991) argued that in some joint governance programs, workers are
involved at the shop floor levels in issues relating to production and equality.
However, in this instance, rarely were these workers provided with any concrete
decision making power. In some of the programmes, employees were given
advisory role which in few cases may confer them with an influential voice. But
this is still far short of sharing decision making power which a full worker
participation arrangement would imply.
In Jabalpur, the institutionalization of worker participation within the nations
industrial relations was system championed by several scholars. Fashoyin (1992);:
Adewumi (1993) and Imaga (1994) have suggested that worker participation in
management decision making represents a means of reducing industrial conflict,
raising workers productivity and ensuring rapid socio-economic development.
Adewumi (1990:7) contended that the Jabalpur Industrial relations system is
guided by the underlying philosophy of industrial democracy. This implies the
establishment of institutions and machineries though which management and
workers meet on equal footing to discuss, consult and negotiate the terms and
conditions of employment. In reiterating the principle of industrial democracy as
the guiding spirit of Jabalpurs industrial relations system, the National Labour
Policy states.
If management must participate in decisions for determining the share of the
worker from the results of the co-operative use of labour and capital, then the
worker is equally entitled to participate in the decisions relating to share of capital,
namely, profit and indeed all decisions hitherto arrogated to itself by the employer
or management relating to the whole organization and operation of the enterprise;
determining objectives and policies, the relative share of the co-operating factors
of production (Yesufu, 1992: 142)
12

Theoretical Framework
The human relations and participatory democratic theories are adopted to guide
our discussion on worker participation in management decision making. The
human relations theory stems from the understanding that the co-operation of
workers is desirable for the attainment of the objectives of high productivity and
industrial peace. It contends that workers would be better motivated if they are
treated like human beings rather than as irrational objects. For instance, by making
them have a feeling that the organization accords them recognition by involving
them in the decision making process. In the light of the theory the worker is to be
perceived in terms of his membership of a social group rather as an individual.
Consequently, his behaviour is seen as a response to group norms rather than
simply being directed by financial consideration. Workers should then be expected
to react to group norms so that when they are given the opportunity to take part in
management decision making, they are likely to respond positively to
organizational issues.
The democratic participatory theory emphasizes on conditions which are
necessary for effective participation and function performed by participation to the
individuals and society. For instance, Rosseau (1956) contended that through
participation in decision making, individual sense of freedom by enabling
individual sense of freedom increased since it gives him a very real degree of
control over the course of his life and structure of his environment. Again, it
serves to increase the value of individual freedom by enabling him to be his own
master.
Mills (1965) sees industry as an area where the individual could gain experience in
the management of the collective just as he could in government. The theory
views the political arena as a kind of market place in which individuals constantly
attempt to maximize the benefits, minimize losses they could secure from the
13

political process. It assumes that man is selfish in the sense that each participant
would be motivated by the desire to protect or enhance his own personal interest.
The theory assumes that increase participation is likely to increase the feeling of
political efficiency that ordinary citizens possess. This helps to increase the
potential so that their actions can have effect on public policy and lead to a greater
sense of control over their communal lives. In essence, greater participation in one
sense of life leads to greater participation in other spheres i.e. the work place
(Pateman, 1970)

14

OBJECTIVES OF STUDY
The central objective of the study is to determine the level of worker participation
in management decision making in the Jabalpur print media industry. The specific
objective are to; ascertain workers level of involvement in the decision making
process of their work places; establish the general attitude of workers towards
worker participation in management decision making ;
determine factors which aid or hinder the observed level of
participation ; and ,
investigate t he implications of worker participation to worker and their
organizations.
Economic Objective - 1 .Aware of Democratic right to influence the
managerial decisions
Social Objective - Raise worker level of motivation and commitment
(own decisions)
Psychological Objective Cross-fertilisation and speedy communication
of ideas
Avoid conflict and Foster better co-operation between labour and
management .

15

COMPANY PROFILE

Dainik Bhaskar is an Indian Hindi-language daily newspaper that is now the largest
daily news paperof

India. It is owned by Dainik

Bhaskar Group

circulated

(D B Corp Ltd.), the largest Print

Media Company of India. Started in Bhopal in 1958, it expanded in 1983 with the launch
of Dainik Bhaskar's Indore edition. Today, Dainik Bhaskar is present in 14 states with 61
editions in 4 major languages prevalent in India: Hindi, English, Marathi and Gujarati.
Dainik Bhaskar was declared the world's 4th largest circulated daily newspaper in 2013-14.
Dainik Bhaskar was launched in 1956 to fulfill the need for a Hindi language daily newspaper. It
launched under the name Subah Savere in Bhopal and Good Morning India in Gwalior. In 1957,
the paper was renamed Bhaskar Samachar.
In 1958, it was renamed Dainik Bhaskar, meaning "Everyday Sun." This, along with its rising
sun graphic, was meant to represent a bright future.
Expansion
By 1995, Dainik Bhaskar had emerged as the number 1 newspaper in Madhya

Pradesh

(MP) and

was declared the fastest-growing daily in India by a readership survey. The newspaper decided
to expand outside MP, and identified Jaipur, the capital city ofRajasthan, as the market with the
highest potential.
In 1996, Dainik Bhaskar's goal was to enter Jaipur as the No. 2 newspaper (in terms of
circulation) on its first day, with 50,000 copies. To achieve this target, an in-house team of 700
surveyors surveyed 200,000 potential newspaper households in Jaipur. Based on survey

16

feedback, they went back to each of the households surveyed to show them a prototype of the
newspaper and gave them the option of an advance subscription. The customers were offered a
subscription price and a refund in case of dissatisfaction. When Dainik Bhaskar launched in
Jaipur on 19 December 1996, it was the No. 1 newspaper by selling 172,347 copies.Rajasthan
Patrika, the former leader had a circulation of around 100,000 copies at that time. Dainik
Bhaskar successfully adopted a similar model in other cities of Rajasthan, including Jodhpur,
Bikaner, Kota, Udaipur, and Ajmer Sikar, becoming the No.1 urban newspaper of the entire state
by 1999.
The next target was Chandigarh. It launched a customer survey in January 2000, covering
220,000 households. At that time, the English
Hindi newspapers sixfold, with The

Tribune

language

newspapers in Chandigarh outsold the

as the leader with a circulation of approximately

50,000 copies. Dainik Bhaskar's survey suggested that residents of Chandigarh preferred
English newspapers due to quality perceptions. As a result, the newspaper incorporated the local
Chandigarh dialect in the design, mixing Hindi and English.Dainik Bhaskar launched in
Chandigarh in May 2000 with 69,000 copies sold making it No.1 in the city.
In June 2000, Dainik Bhaskar entered Haryana, with 271,000 copies.
In 2006, Dainik Bhaskar launched in Punjab with the Amritsar and Jalandhar editions and
became the No.1 newspaper on the first day, displacing established legacy players. Later, it
increased its presence in Punjab in Ludhiana and Bhatinda.
In 2010, Dainik Bhaskar entered the Jharkhand market with a successful launch of
a Ranchi edition, followed by Jamshedpur and Dhanbad editions, with the objective of capture
the market of the entire state.
In January 2014, Dainik Bhaskar entered Bihar with a successful launch in Patna It followed with
launch of Muzaffarpur, Bhagalpur and Gaya editions in 2015.

17

VALUES IN ACTIONS

Danik Bhasker is e strongly connected to readers, advertisers and stakeholders with our resultoriented approach being the key-driving factor in our operations. Its analytical ability and
trendsetting nature form the basis of everything we do. These values translate into their day-today work, thus driving immense value to our readers and business partners.

The Tier II and Tier III cities in India are growing at a much faster space compared to metros. It
will not be out of place to mention that the growth of Indian economy is largely supported by
the growth in these markets.
DB Corp Ltd firmly believes in this growth and have been working along with it and focusing
on all such markets which we call as "The Real Indian".

D B Corp Ltd. is present in 12 states in Hindi Market. Besides we are also present in 2
states in Gujarati language in Gujarat and Maharashtra, 1 state in Marathi language in
Maharashtra. Our other noteworthy newspaper brands are Saurashtra Samachar, DB Star,
DB Post and DNA (on a franchisee basis).

18

D B Corp is the only Newspaper Group which has presence in 14 states, in 4 different
languages namely Hindi, Gujarati, Marathi and English.

The Group has soared to the top of the print media industry in India with its flagship
Hindi daily, Dainik Bhaskar (largest circulated & read Newspaper), the Gujarati
frontrunner, Divya Bhaskar and Marathi newspaper, Divya Marathi. These three along
with Saurashtra Samachar have a combined average daily readership of 19.8 million
readers (Source: IRS Qtr 4, 2012).

D B Corp Limited has launched its Marathi language newspaper, Divya Marathi with 7
editions namely Aurangabad, Nasik, Jalgaon & Ahmednagar in 2011, Solapur in 2012,
Akola and Amravati in 2013.

D B Corp Limited extended its presence to 14th state launch of its 37th edition of Dainik
Bhaskar (its Hindi Daily Newspaper) from Patna, Bihar on 19th January, 2014.
Advancing its operation in 2015 with the launch of additionally 3 main editions namely
Bhagalpur, Gaya and Muzzaffarpur along with 7 district editions namely Hajipur, Purnea,
Biharsharif / Nalanda, Arrah, Chhapra, Samastipur and Darbhanga, thus spreading its
complete presence in Bihar.

Due to our unique launch ability, we became no.1 from the date of our Launch in almost
all places, out placing the decades old local newspaper of that place.

Our Flag Ship Hindi Paper "Dainik Bhaskar" is present in 12 states with 40 editions as
per the following list:

19

Dainik Bhaskar
S.N.

State Name

Editions
name

S.N.

Madhya
Pradesh

Bhopal

20

Kota

Indore

21

Nagour

Ujjain

22

Sagar

23

Ratlam

24

Chandigar
h
Himachal
Pradesh
Uttrakhand

Raipur

25

Haryana

7
8

Jagdalpur
Bhiali

26
27

Bilaspur

28

New Delhi

Jaipur
Ajmer
Jodhpur
Bikaner
Alwar
Sikar
Bhilwara
Sriganganaga
r
Pali
Udaipur

29
30
31
32
33
34
35

Punjab

10
11
12
13
14
15
16
17
18
19

Chattisgar
h

Rajasthan

36
37
38
39
40

State Name

Jharkhand

Jammu &
Kashmir
Bihar

Editions
name

Chandigarh
Shimla
Dehradun
Panipat
Hissar
Faridabad
National
Ed. Delhi
Amritsar
Jalandhar
Ludhiana
Bhatinda
Ranchi
Jamshedpur
Dhanbad
Jammu
Patna
Bhagalpur
Gaya
Muzaffarpu
r

We are the only print media company of India which claims leadership in multiple states.

Our Gujarati Newspaper "Divya Bhaskar" is largest Circulated Newspaper of Gujarat

and is present in 2 states with 7 editions; as per the following chart:

20

Divya Bhaskar
S.N.
1
2
3
4
5
6
7

State Name
Gujarat

Editions name
Ahmedabad
Rajkot
Surat
Baroda
Bhavnagar
Bhuj
Mumbai

Maharashtra

Our Marathi language newspaper, Divya Marathi, which has begun its journey on May
29, 2011 from Aurangabad is present in 1 state with 7 editions as per the following chart.
Divya Marathi

S.N.
State Name
Edition name
1
Maharashtra
Aurangabad
2
Maharashtra
Nashik
3
Maharashtra
Jalgaon
4
Maharashtra
Ahmednagar
5
Maharashtra
Solapur
6
Maharashtra
Akola
7
Maharashtra
Amravati
Besides the above brands, D B Corp Ltd. also publishes English Newspaper "DNA" on
a Franchisee basis from Ahmedabad & Jaipur.
Further, It also Publishes Compact Newspaper "DB Star" from Bhopal, Indore,
Gwalior, Raipur and Jodhpur.
D B Corp Ltd. also publishes Largest Daily Newspaper of Saurashtra "Saurashtra
Samachar".
D B Corp Limited has launched a broadsheet in English language "DB Post" from
Bhopal which is a compact, smart product catering to the youth and English readership.

Editions
Dainik Bhaskar has 5 editions in Madhya Pradesh, 4 editions in Chattisgarh, 12 editions in
Rajasthan, 3 editions in Haryana, 4 editions in Punjab, 7 editions in Bihar and Jharkhand and 1
edition each in Chandigarh, HP, Uttarakhand, Jammu and Kashmir and New Delhi.

21

ANALYSIS OF DATA
The data after collection has to be processed and analysed in accordance
with the outline laid down for the purpose at the time of developing the research
plan. This is essential for a scientific study and for ensuring that we have all
relevant data for making contemplated comparisons and analysis. Technically
speaking, processing implies, editing, coding, classification and tabulation of
collected data so that they are amenable to analysis.

ANALYSIS OF DATA &

INTERPRETATION
Q1) Why do worker want to do participation in management?
Options

No of Respondents Percentag
e
resource
60
60%

Human
requirement
Right Time Right Place

40

22

40%

60%
60%
50%
40%

40%
30%
20%
10%
0%

Human resource requirement

Right Time Right Place

The finding of the research study shows that; more than half of the respondents
(60%) of the employees of participation in management are quite satisfied with
their job. Approx (40%) of the respondent indicates the low level of satisfaction

23

Q2) Why do worker want to fulfill HR requirement?

Options
Project requirement
Deploy work force

No of Respondents Percentage
60
60%
40
40%

40%

Project requirement
Deploy work force

60%

We found that {60%} of people says that their superiors are very helpful when we
ask for any type of help approx {40%} says no about this matter.

24

Q3) How many Projects do we have exactly?

Options
10 to 20
20 and more

No of Respondents
0
100

Percentage
0%
100%

100%
20 and more

0%
10 to 20

0%

20%

40%

60%

80%

100%

We found that {100%} of people says that their superiors project are exactly good.

Q4) Are we able to fulfill present requirement with the present work force?
Option No of Respondents Percentag
25

e
Yes
No

96
4

96%
4%

4%

Yes
No

96%

We found that {96%} of people says that their superiors are very helpful when we
ask for any type of help approx {30%} says no about this matter.

26

Q5) What level of staff should be planned to hire?

Options
Managers
Field Executives
Others

No of Respondents Percentage
10
10%
60
60%
30
30%

10%
30%
Managers
Field Executives
other
60%

More than half of the total respondents {60%} are satisfied and {30%} of the
employees are quiet satisfied with their workload. {10%} of the respondent
mentioned it to be low.

27

Q6) What is the present ratio of employees at execution, leading and at

managing level.
This chart will give a clear understanding of the present workforce ratio at all
level.
Cat I
Employee
Category
No Of
Employees

Cat
Cat
Cat III
II
IV

Manager CA Paid
s
s
Assists
2

12

Cat
V

P
IIs

CPT
s

31

31

Cat VI

Ca
t
VI
I

Consulta
nt

CS

As per the interpretation it was found that the number of employees found 31 Cat
IV PIIs and Cat V CPTs whereas other 32 employes where found in other
categories.

28

29

Do you know the objectives of Workers Participation in Management (WPM)

Options
Strongly agree
agree
disagree

No.Of. Respondents
76
12
12

Percentage
76%
12%
12%

No.Of. Respondents
80

76

70
60
50
40
30
20

12

12

agree

disagree

10
0
Strongly agree

30

Above graphical presentation shows that most of the respondents (76%) know the
objective workers participation management where as 12% agree and 12%
disagreed to it.

31

Do you consider it is necessary for every employee should participate in decisionmaking?

Options
Strongly agree
agree
disagree

No.Of. Respondents
62
32
6

Percentage
62%
32%
6%

No.Of. Respondents
70
62
60
50
40
32
30
20
10

0
Strongly agree

agree

disagree

62% respondents strongly agree with the question where as 32% agreed and 6$
disagreed to the above question.

32

Do you attend the meetings conducted by the management regularly?

Options
No.Of. Respondents
Percentage
Strongly agree
61
76%
agree
22
12%
disagree
17
12%

No.Of. Respondents
70
61
60
50
40
30

22
17

20
10
0
Strongly agree

agree

disagree

61% respondents strongly agree that they attend meeting conducted by the
management regularly 22% agree and 17 disagreed to the question

33

Is there a positive impact of your participation on industrial

relations?
Options
No.Of. Respondents
Percentage
Strongly agree
44
44%
agree
54
54%
disagree
2
2%

No.Of. Respondents
60
50

54
44

40
30
20
10
2
0
Strongly agree

agree

disagree

44% respondents strongly agree that there a positive impact of your participation on
industrial relations , 54% agree and 2 disagreed to the question

34

Is WPM concept useful in improving relations between manager and employee/worker?

Options
Strongly agree
agree
disagree

No.Of. Respondents
56
36
8

Percentage
56%
36%
8%

No.Of. Respondents
60

56

50
40

36

30
20
8

10
0
Strongly agree

agree

disagree

56% respondents strongly agree that WPM concept useful in improving relations between
manager and employee/worker?, 36% agree and 8 disagreed to the question

35

How far management resolved your problems through union?

Options
Strongly agree
agree
disagree

No.Of. Respondents
63
25
12

Percentage
63%
25%
12%

No.Of. Respondents
70

63

60
50
40
30

25

20
12
10
0
Strongly agree

agree

disagree

56% respondents strongly agree that management resolved thier problems through union, 25%
agree and 12 disagreed to the question,

36

Does your manager/Supervisor will care about both your personal (Health, Family etc)and Job
(production, Training and Development etc) needs?

Options
Strongly agree
agree
disagree

No.Of. Respondents
36
58
6

Percentage
36%
58%
6%

No.Of. Respondents
70
58

60
50
40

36

30
20
10

0
Strongly agree

agree

disagree

56% respondents strongly agree that manager/Supervisor will care about both your personal
(Health, Family etc)and Job (production, Training and Development etc, 25% agree and 12
disagreed to the question,

37

Are you satisfied with the companys reward and recognition program?

Options
Strongly agree
agree
disagree

No.Of. Respondents
65
25
10

Percentage
76%
12%
12%

No.Of. Respondents
70

65

60
50
40
30

25

20
10

10
0
Strongly agree

agree

disagree

56% respondents strongly agree they are satisfied with the companys reward and recognition
program, 25% agree and 12 disagreed to the question,

38

39

Is your manager/Supervisor cooperative with you?

Options
Strongly agree
agree
disagree

No.Of. Respondents
56
36
8

Percentage
56%
36%
8%

No.Of. Respondents
60

56

50

40

36

30

20

10

0
Strongly agree

agree

disagree

56% respondents strongly agree their manager/Supervisor cooperative with them, 25% agree
and 12 disagreed to the question,

40

FINDINGS
Workers participation in management ensures optimum use of available human
resources.
1.

It is useful both for organization and nation.

2.

It generates facilities to educate people in the organization.

3.

It brings about fast economic developments.

4.

It boosts the geographical mobility of labor.

5.

It provides smooth working even after expansion of the organization.

6.

It opens possibility for workers for future promotions, thus providing

incentive.

7.

It creates healthy atmosphere of encouragement and motivation in the

organization.
8.

Training becomes effective.

9.

It provides help for career development of the employees.

Steps in Workers participation management

1.

Predict manpower management

2.

Design job description and the job requirements

3.

Find adequate sources of recruitment.

4.

Give boost to youngsters by appointment to higher posts.

5.

Best motivation for internal promotion.

6.

Look after the expected losses due to retirement, transfer and other issues.
41

RECOMMENDATION/SUGGESTIONS
Resistance from Employees:Employees resist participation in management. They feel that this planning
increases their overall workload & regulates them through productivity
bargaining. They also feel that it would lead to wide spread unemployment,
especially of unskilled labour.
Insufficient initial efforts:- Successful human resource planning flourish
slowly & gradually. Sometimes sophisticated technologies are forcefully
introduced just because competitors have adopted them. These may not be
successful Unless matched with the need & environment of the particular
enterprise.
Management information system:Effectiveness of the planning depends upon the reliability of the information
system. In most of the Indian industries, human resource information
system has not fully developed. In the absence of reliable data it would not
be possible to have effective planning.
Expensive & Time consuming:Manpower planning is an expensive & time consuming process .Employers
may resist manpower planning feeling that it will increase the cost of
manpower.

42

LIMITATIONS
The respondents have replied to the queries recalling from their memory.
Therefore recall bias and personal bias are possible.
Since the data was collected using a schedule, the interviewer unable to
understand and record the responses correctly.
The respondents were unable or unwilling to give response.

43

CONCLUSION
Thus the first step is to take a clear and average view of the existing workforce
profile such as numbers, skills, ages, flexibility, gender, experience, forecast
capabilities, character, potential, etc. of existing employees and then to adjust this
for one or three and ten years ahead by amendments for normal turnover, planned
staff movements, retirements, etc, in line with the business plan for the
corresponding time frames. The result should be a series of crude supply situations
as would be the outcome of present planning if left unmodified. This, clearly,
requires a great deal of information accretion, classification and statistical analysis
as a subsidiary aspect of personnel management.
Staffing in the future needs is derived due to some factors: Variations in the
efficiency, productivity, flexibility of labor as a result of training, work study,
organizational change, new motivations, etc. Changes in employment practices
(e.g. use of

subcontractors or agency staffs, hiving-off tasks, buying in,

substitution, etc.)
Sales and production forecasts Variations, which respond to new
legislation, e.g. payroll taxes or their abolition, new health and safety
requirements. The effects of technological change on task needs. Changes in
Government policies (investment incentives, regional or trade grants, etc.)

44

BIBLIOGRAPHY
BOOKS
C.B. Mamoria

Personnel Management

Biswanath Ghosh

Human Resource Development and

Management

www.ebhaskar.com
www.google.co.in
www.dailynewsguru.com

45

QUESTIONNAIRE
Do you know the objectives of Workers Participation in Management (WPM)
Options
Response
Strongly agree
76
agree
12
disagree
12

Do you consider it is necessary for every employee should participate in decisionmaking?

Options
Response
Strongly agree
62
agree
32
disagree
6

Do you attend the meetings conducted by the management regularly?

Options
Response
Strongly agree
61
agree
22
disagree
17

Is there a positive impact of your participation on industrial relations?

Options
Response
Strongly agree
44
agree
54
disagree
2

Is WPM concept useful in improving relations between manager and employee/worker?

Options
Strongly agree
agree
disagree

No.Of. Respondents
56
36
8

46

How far management resolved your problems through union?

a) Strongly agree b) Agree c) Disagree7)
Options
Response
Strongly agree
63
agree
25
disagree
12

Does your manager/Supervisor will care about both your personal (Health, Family etc)and Job
(production, Training and Development etc) needs?a) Strongly agree b) Agree c) Disagree9)
Options
Response
Strongly agree
36
agree
58
disagree
6

Are you satisfied with the companys reward and recognition program?
a) Strongly agree b) Agree c) Disagree10)
Options
Response
Strongly agree
65
agree
25
disagree
10

Is your manager/Supervisor cooperative with you?a) Strongly agree b) Agree c) Disagre

Options
Response
Strongly agree
56
agree
36
disagree
8

47